Proposal for ash solutions for intermittent funding

Needs/Problems 3 IV. Goals/Objectives 3 V. Procedures/Scope of Work 3 VI. Timetable 3 VII. Key Personnel 3 VIII. II. Introduction The ASH (Action on Smoking and Health) is a public health charity organization that seeks to eliminate the risks of tobacco use in the society. The organization was founded in 1971by the Royal College of Physicians. The organization achieves this through a dual approach. First, ASH uses information and networking to create awareness on the issue of tobacco epidemic. Despite of this success, the organization has a lot of social work to do. In the U. S. about 43 million people continue to smoke and 3200 youngsters are adopting the habit (ASH, 2013). ASH core source of funding is the British Heart Foundation: BHF and the Cancer Research UK (CRUK).

Also, the donors may be willing to fund only for a short amount of time. The issue of funding becomes worse in fragile states. The government may require the NGOs to demonstrate loyalty to the administration so as to receive any support. However, the policies of the administration may contradict to the goals of the agency. One strategy that ASH can utilize to stabilize their finances is to avoid donor dependence strategies by diversifying their funding resources. The government may agree, for example, to offer land at affordable lease rates to the NGO depending on their length of stay. Also, the government may take on the role of funding the organization’s campaigns. The second solution that ASH could explore is shaping their finance strategies by establishing a collective impact strategy.

A collective impact is a deliberate strategy aimed at leveraging the support of the government, private sector, and the civil society in a bid to foster change (Batley, 2011). This strategy will require ASH to develop a common agenda that resonates with all its stakeholders. Evaluation The collective action strategy is an effective way of addressing social ills in a cost efficient way. There is evidence that this strategy is an effective means of brining actors together with diverse experience and perspectives to work on an issue (Condon, 2018). Collective impact is a valuable strategy for eliciting long-term commitments from a group of key actors in a diverse range of sectors (White et al. Similarly, a study on NGOs in Ghana and Indonesia revealed that the collective impact facilitates resource exchange and interdependence.

By building and maintaining trust with the relevant stakeholders in the society, the NGO’s in this region were able to become part of the democratization process in these countries while at the same time securing the donor’s trust. ASH should partner with other relevant civil organizations in the targeted countries where they intend to take their advocacy work. This collective action allows them to present a proposal to the governments in this region and to craft out an agreement in terms of shared resources. Leadership should: • Communicate to targeted donors in both the private and public sector the value of their support. • Communicate to governments the value of minimizing the impact of tobacco on a global scale • Seek long-term partnerships by partnering with other NGOs in the same field IX.

Appendix Action on Smoking and Health (ASH) (2018). Impact Transactions From a Practitioner’s Perspective. Environmental Law Reporter: News & Analysis, 48(8), 10688–10690. Kamstra, J. Schulpen, L. Worlds Apart But Much Alike: Donor Funding and the Homogenization of NGOs in Ghana and Indonesia. doi:10. s11266-012-9329-2. Moubayed B. L. Commentary: Donor Networks and NGOs: A Strategic Response Model. BLATZ, J. JOSEPH, M. L. Elevating Community Authority in Collective Impact. Stanford Social Innovation Review, 17(1), 48–55.